CHAPTER 1

INTRODUCTION

1.1 Introduction

Every individual in every organization is involved in a superior-subordinate relationship.

It is arguably the most important interaction that takes place within an organization. Organization
is made up of people who come together to achieve common objective through coordinated
activities which is the hallmark of management. Management is the art of getting things done
through other people and is an apt summation of what a manger does in an organization and that
underneath this apparent simplicity is manipulative character of management functions which is
best understood when the statement is clearly examined. The examination of the statement
revealed that a manager does nothing on his/her own but through people and that before the
manager can get things done through these people, there must be use of authority, need for result
accomplishment, and people.
However, the inherent deductions from the description of management to include use and
coverage of authority, definition of superior and subordinate relationship, objective to achieve,
communication network of intentions, structural relationship and the use of people to get result.
In a nutshell, the need to manage resources through the use of people in order to accomplish the
stated objective(s) is the hallmark of management as a concept and that in the course of
managing these resources through the use of people, a structural relationship would emerge
inform of hierarchical order where all the people will not be on the same pedestrian or level i.e.
master and servant relationship. It is the master and servant relationship that developed into what
is known as superior and subordinate relationship.

A common feature of the relationship is supervision by which the works of subordinates

are being monitored to follow expected result and that the weapon of any manager is
communication. In an organization, communication occurs between members of different

1
hierarchical positions. Superior-subordinate communication refers to the interactions between
organizational leaders and their subordinates and how they work together to achieve personal
and organizational goals.
The summation with respect to managerial skills and levels of management has that
whatever the case of supervisory jobs, what is certain is that supervisors come into direct contact
with the workers from where formal and or informal relationship can be developed in furtherance
to the accomplishment of the organizational objectives and that such relationship will leave
certain impression in the minds of the workers which would mar or support the accomplishment
of objectives of the organization. This was equally supported by the views of Bakar and Mustaffa
in their work on the relationship between superior-subordinate relationships quality and group
commitment: the mediating factor of superior–subordinate communication.

Superior
Superior is an employee ranked above another employee in term of seniority or office
hierarchy and has a right to assign duty to the subordinates.

Subordinate
A subordinate refer to group of employee ranked below the superiors in term of seniority
or office hierarchy and has an obligation to do all the task assign by the superiors.

Superior-Subordinate Relationship
Superior-subordinate communication is communication between a manager and those
who directly report to the manager. Studies of superior-subordinate communication are
concerned with ensuring communication channels are open, making sure that information is
communicated in a respectful way and strengthening the superior-subordinate relationship while
achieving organizational goals. Superior-subordinate communication has the potential to both
strengthen and severely undermine organizational structure, employee engagement and internal
innovation. Relationship building is an important part of ensuring effective and transparent
superior-subordinate communications.
From the subordinate’s point of view, perceptions of organizational justice are key the channels
of communication and the way comments and ideas are handled will inform these perceptions. If

2
the employee thinks they are being treated unfairly or that the superior is untrustworthy or
authoritarian, this can lead to disengagement and in some cases workplace deviance.

1.2 Superior-subordinate theory

V.A. Graicunas, a French management consultant developed the superior-subordinate theory. He

suggests that as the number of subordinates increases arithmetically there is exponential increase
in the number of possible relationships. Graicunas has identified three types of superior-
subordinates’ relationships:

Direct Single Relationships:

The direct single relationship arises from the direct and individual contact of the superior
with his subordinates. For example, if a manager A has two subordinates X and Y there would be
two direct single relationships.

3
Direct Group Relationships:
These relationships arise between the manager and group of his subordinates in all
possible combinations. For example, if a manager A has two subordinates X and Y there would
be two direct group relationships:
(a) A with X, Y in attendance.
(b) A with Y, X in attendance.

Cross-Relationships:
These relationships arise among the subordinates working under a common superior.
For example, if a manager A has two subordinates X and Y there would be two cross-
relationships:
(a) X with Y and (b) Y with X.
Thus, direct relationships = n

Direct group relationships= n

= n (2n-1 -1)
Cross relationships = n (n-1)

Total relationships = n [ +n-1] = n(2n-1+n-1)

Where n = number of subordinates.

Hence, he has established that for 2, 3 and 4 subordinates the number of total relationships would
be 6, 18 and 44 respectively.

Applying the formula for 4 subordinates

Total relationships = 4(24-1+4-1)
= 4(23+4-1)
= 4(8 + 4-1)
= 4.11
= 44.

4
 Graicunas suggested that an executive can effectively manage 222 relationships, which
arise out of 6 subordinates. His formula is helpful in finding out the number of relationships. It
gives an important indication that an executive must think before increasing his span because
every increase in one subordinate will lead to manifold increase in relationships.
However, his approach suffers from several shortcomings. Firstly, it ignores the intensity
of their relationships and importance. Secondly, he left out certain possible relationships,
particularly in cross-relationships. Thirdly, he failed to identify the factors which govern the span
of management such as nature of work type of technology, ability of the manager, capacity of
subordinates, degree of decentralization, planning, staff assistance, communication techniques
and time available for supervision. Anyway his mathematical formula has given us an idea of the
different types of superior-subordinate relationships, which is very helpful in determining the
span of control.
Based on the above analysis, the number of possible relationships can be shown in the
form of table.

Numerical expression
With the help of the formula derived in this theory; we can easily find the total number of
possible relationships with the given no of subordinates.

5
1.3 Objectives of superior subordinate relationship

 Chain of Command
Superior subordinate relationship, among many things, help establish who is in charge of what.
Good organizational charts illustrate who reports to whom so that everyone has a clear idea of
how they are held accountable. This helps employees know from whom to take direction, where
they fit in to the overall scope of an operation, and the scope and limitations of their roles.

 Efficiency
Everyone needs to understand their role in a company's operation to do their part well. If two
people perform unnecessarily overlapping tasks, the company is wasting labor resources. If no
one is handling a particular task because they don't think it's within their role, the company faces
another form of inefficiency. Superior subordinate relationship help to define departments, jobs
and roles around the tasks and functions the company needs executed. As companies grow,
downsize or business changes, they should periodically review their structures to make sure the
structures match their efficiency needs.

 Uniformity and Controls

Some lines of business, such as banking and manufacturing, require tasks to be done regularly
and precisely. Typically, these businesses require and do not allow much if any variation in how
their employees perform their jobs because the requirements of the tasks are set. Therefore, their
organizational structures tend to be very vertical emphasizing limited scopes for employees at
the bottom and many layers of managerial oversight above them. Everyone has a very specific
role. Therefore, there are fewer layers of management and the organizational chart appears
relatively horizontal.

 Accomplishment of goals
The main objective of maintaining a good superior-subordinate relationship is to accomplish the
goals of an organization. It can only be accomplished if the organization has good superior-
subordinate relationship i.e. all the members of the firm are good at interacting with each other
and draw various meaning full conclusions as and when required.

6
1.4 Factors determining superior-subordinate relationships

 Ability of Executives
The supervisory ability of executives is composed of the capacity to comprehend problems
quickly, to get along well with people and to command respect and loyalty from subordinates. In
addition, the communicative skill, decision making, leadership ability and controlling power are
important determinants of the supervisory ability. Accordingly, executives differ from one
another in their ability to supervise others. When the ability is high, a large number of
subordinates can be supervised. In contrast, the poor ability results in limiting the span of
supervision.

 Capacity of Subordinates
Efficient and trained subordinates can discharge their duties satisfactorily without much help and
direction from the superior. In such a case, the span may be larger because a superior will be
required to devote less time in managing them. Similarly, changes in subordinates make a span
narrower.

 Nature of Work
When the work involves routine and repeated efforts or where the executive manages similar
functions, the executive becomes well versed with jobs and can handle a larger number of
subordinate. On the contrary, activities and functions, with a degree of variability and probably
of more complex nature, increase interrelationships and consume more time of the executive to
dispose them off. This type of case warrants a fewer number of persons to be handled by the
supervisor.

 Time required to be spent on Supervision

Every manager spends part of his time in contacting/attending persons, in doing administrative
job of planning and policy making and looking after some other processes. These functions are
not directly related to the guidance of the subordinates. Hence, the span to a great extent varies
on the availability of time for supervision.

7
  Delegation of Authority
Ambiguous or inadequate authority delegation consumes disproportionate time of the manager in
counseling and guidance of the subordinates. Where subordinates are delegated with a clearly
defined authority, sufficient to carry out the assigned duties provided they are trained enough,
they would, considerably, reduce the time and attention of the senior, thus helping to increase the
span of the executive.

 Degree of Decentralization
An executive operating under decentralized set up is relieved of much of the burden of making
programmed decisions and can afford to supervise relatively a larger number of subordinates.

 Use of Objective Standards

Reviewing the performance of subordinates can either be done by personal observation or
through the use of objective standards. In the latter case, a manager is saved of many time-
consuming relationships and can concentrate on points of strategic importance, thus widening his
span of supervision.

 Territorial Continuity of Functions Supervised

Where functions are geographically separated, supervision of components and personnel
becomes more difficult and time consuming. The manager must spend considerable time in
visiting the separate units and make use of more time- consuming formal means of
communication. Geographic continuity of functions supervised by the manager, therefore,
operates to reduce his span of control.

 Availability of Staff Assistance

When an organization is equipped with staff services, subordinates, as a result, gain much of
their guidance on methods, schedules and personnel problems from staff experts and, thus,
require fewer contacts with line managers. The manager normally gets involved when the staff
fails to run the show. Thus, the provision of staff assistance helps the executives to supervise a
large number of subordinates.

8
1.5 Significance of superior-subordinate relationship

 Better Communication
A good superior subordinate relationship results in better flow of communication. The flow of
information is essential to an organization’s success. The organization structure should be
designed to ensure that individuals and departments that need to coordinate their efforts have
lines of communication that are built into the structure. The financial planning and analysis
department might report to the Chief Financial Officer and the Senior Vice President of
Marketing, because both of these members of the top management team depend on information
and reports provided by financial planning.

 Clear Reporting Relationships

Better superior subordinate relationship results in clear reporting relationship. Reporting
relationships must be clear so all members of the organization understand what their
responsibilities are and know to whom they are accountable. These clear relationships make it
easier for managers to supervise those in lower organization levels. Each employee benefits by
knowing whom they can turn to for direction or help. In addition, managers are aware of who is
outside the scope of their authority, so they do not overstep their bounds and interfere with
another manager’s responsibilities.

 Growth and Expansion

Companies that grow rapidly are those that make the best use of their resources, including
management talent. A sound organization structure ensures that the company has the right people
in the right positions. The structure may suggest weak spots or deficiencies in the company’s
current management team. As the company grows, the organization structure must evolve with it.
Many times more layers of management are created, when one department head has too many
individuals reporting to him at one time to give each employee the attention and direction needed
for the employee to succeed.

9
  Efficient Task Completion
A well-designed organization structure facilitates the completion of projects. Project managers
can better identify the human resources available to them if the scope of each department’s
responsibility and each team member’s capabilities are clear. A project to develop a new product
would require market research. The project manager needs to know who in the organization can
provide this research, and whose permission must be obtained for the research to be done.

 Fits Company’s Needs

Companies in different industries require different mixes of talent and a relatively greater
emphasis on certain management functions. A software company often has a large development
staff. Structuring the reporting relationships within the development team so creativity and
productivity are maximized, and deadlines are met, is vital to that type of company’s success.
Companies often have to go through a reorganization phase in which individual positions or even
whole departments are repositioned on the organization chart in an effort to better utilize the
company’s human resources and make the operation run more smoothly.

 Function
Superior subordinate relation is particularly important for decision making. Most companies
either have a tall or flat organizational structure. Small companies usually use a flat
organizational structure.
For example, a manager can report directly to the president instead of a director, and her
assistants are only two levels below the president. Flat structures enable small companies to
make quicker decisions, as they are often growing rapidly with new products and need this
flexibility. The Business Plan, an online reference website, says small companies should not
even worry about organizational structure, unless they have at least 15 employees. The reason is
that employees in extremely small organizations have numerous responsibilities, some of which
can include multiple functions.

 Communication
The importance of superior subordinate relationship is particularly crucial for communication.
Organizational structure enables the distribution of authority. When a person starts a job, he

10
knows from day one to which he will report. Most companies funnel their communication
through department leaders. For example, marketing employees will discuss various issues with
their director. The director, in turn, will discuss these issues with the vice president or upper
management.

 Evaluating Employee Performance

Superior subordinate relationship is important for evaluating employee performance. The linear
structure of functional and product organizational structures allow supervisors to better evaluate
the work of their subordinates. Supervisors can evaluate the skills employees demonstrate, how
they get along with other workers, and the timeliness in which they complete their work.
Consequently, supervisors can more readily complete semiannual or annual performance
appraisals, which are usually mandatory in most companies.

 Achieving Goals
Superior subordinate relationship is particularly important in achieving goals and results.
Organizational structure allows for the chain of command. Department leaders are in charge of
delegating tasks and projects to subordinates so the department can meet project deadlines. In
essence, organizational structure fosters teamwork, where everyone in the department works
toward a common goal.

 Prevention/Solution
Superior subordinate relationship enables companies to better manage change in the marketplace,
including consumer needs, government regulation and new technology. Department heads and
managers can meet, outline various problem areas, and come up with a solution as a group.
Change can be expected in any industry. Company leaders always should strive to find the best
organizational structure to meet those changes.

11
1.6 Govt. SPMR College of Commerce

Sri Pratap Memorial Rajput College of Commerce, a prestigious name in the discipline of
commerce, was founded in the year 1955 to keep alive the memory of late His Highness
Maharaja Pratap Singh of Jammu and Kashmir State. The Commerce stream was introduced for
the first time in the State by Dr. Karan Singh, the visionary Sadar-e-Riyasat in 1955. The college,
in its infancy, was housed in the Ajaib Ghar building behind the New Secretariat and at later
stage it was shifted to the then police Complex near Jogi Gate.

Govt. S.P.M.R College of Commerce; which is now affiliated to the University of

Jammu, is proud of its alumni who are well known faces in the crowd by their sheer dedication
and dint of hard work in their respective fields, thereby serving as a beacon light for the present
generation of youth for whom this college offers a variety of career opportunities. SPMR
College is one amongst the premier institution of the state of Jammu and Kashmir.

The main aim of this college is not only to pursue academic excellence but also to
motivate the students to be critical thinkers and responsible members of a dynamic global
society. They try to provide their students with an atmosphere for multifaceted development
where in students are potential in the pursuit of excellence.

Dr Karan Singh, the visionary Sader-e-Riyasat founded the College in the memory of
late. His Highness Maharaja Pratap Singh of Jammu and Kashmir State and named it Sri Pratap
Memorial Rajput College of Commerce in 1955. Dr Karan Singh introduced the Commerce
stream for the first time in the state. Today Govt. SPMR College is prestigious name in the
discipline of commerce and results in the betterment and development of skills of today’s youth.

At the inception , the College was housed in the Ajab Ghar building behind the new
secretariat and at a later stage it was shifted to the then Police Complex near Jogi Gate in 1962
and functioned there till 1978. The State Government took over this College on 30th September
1974, and rechristened as Govt. SPMR College of Commerce, Jammu.

12
 The College has been fortunate from its infancy to have been headed by an array of
illustrious Principals for its all- round developments. The first Principal of this College was a
renowned teacher, Professor M.L Shandilya of Sri Ram College of Commerce, New Delhi. He
was at the helm of affairs from June 1955 to 2nd February 1959. There after Professor G.P Singh
took hold of the reins of the College and made it a seat of genuine learning during its formative
and development phase.

Of late, this College has brought in numerous changes to keep pace with the changing
scenario in business studies and can boost, without exaggeration, to offer the best academic,
professional as well as vocational fields in the state. Govt. SPMR College of Commerce, which
is now a Constituent College of the Cluster University of Jammu. Is proud of its alumni who are
well known faces in the crowd by their sheer dedication and dint of hard work in their respective
fields, there by serving as a beacon light for the present generation of youth whom this College
offers a variety of career oriented courses and opportunities.

The College is committed to prepare young managers for facing the inevitable challenge
aliasing for the advent of privatization and global liberalization it will push its infrastructure and
academic development programmer at much greater speed to increase the capability and
competence of the students so that they can face the ever developing fields of software
technology and also build up skills to brave the constant prevalence of multinational companies
in our country. The College will equip itself to support the students wanting to excel in their
respective fields in due course of time the College will fashion itself as a core, a center of
technological and Business Entrepreneurship. It is the only Institutions which specialize in the
field of Commerce, Management and information Technology.

13
14
 CHAPTER 2
REVIEW OF LITERATURE

Krantz (1989) studied the importance of the managerial relations and suggested its use
as a unit of analysis in the study of organizations and their effectiveness. The research was done
on 567 employees of the organization and cluster sampling technique was used for the research.
The author appreciated the managerial relations in context as a systematic process, an
understanding of the impact of the social and technical subsystems is necessary to explore the
couple’s experience. He stressed the importance of studying the different forces that shape these
relations. He found that people use their work roles to manage their anxieties and meet other
socio-emotional needs as well as to satisfy their needs to accomplish work alone. Thus the
irrational dimensions of life are brought into the workplace individual and find expression in
social relations.

Lee and Jablin (1995) studied the importance of communication used by superiors and
subordinates in their work relationships. The research was done on 123 employees of the
organization and systematic sampling technique was used for the research. The authors identified
three strategic maintenance situations – deteriorating, routine, and escalating. They found that in
almost half of the situations that were identified, the situation was classified as deteriorating,
about 25% were routine situations, and the other 25% were classified as escalating. It is evident
by these results that superiors and subordinates were most aware of situations in which they were
concerned that their relationship with the other person might deteriorate to a level that they were
not comfortable with or ready for. The researchers also explored the quality of the relationship
exchange between superiors and subordinates since past research had found this “to affect
turnover, productivity, satisfaction, leader support, attention and sensitivity, agreement over the
severity of job problems, and related variables.

15
 Bernard (1961) tested the hypothesized relationships between these variables and
subordinate performance, and to examine the general ability of these relationships. The research
was done on 346 employees of the organization and stratified sampling technique was used for
the research. The study is concerned with the proposition that the nature of superior‐subordinate
relationships in an organization, as perceived or evaluated by subordinates, affects the job
performance of subordinates, whether the latter are considered as a group or as individuals. It
was concluded that the nature of relationship between superior and subordinate as evaluated by
subordinates, directly affects the job performance of the subordinate, whether the latter is
considered as a group or as individuals.

Bakar et al. (2001) investigated the western proposition on the communication

preference of male and female employees in Malaysian organization. The research was done on
678 employees of the organization and cluster sampling technique was used for the research.
Based on literature, western scholars suggest that male employees prefer working with their
superiors that will allow them to accomplish their jobs on the other hand female employees
prefer relationship communication with their superior in order to maintain and develop their
relationship with their superior. The researcher concluded that the members involved in the
organization cannot avoid communicating. Without communication organization cannot survive
and continue their operations.

16
 CHAPTER 3
RESEARCH METHODOLOGY

3.1 Introduction

Data collection is the most essential aspect of any research because the whole result of
research depends on the data and information, therefore, the methodology adopted by me to
collect the data final interpretation were through.

3.2 Need of the Study

 To study the communication gap between the subordinates and their superiors.
 To identify the loopholes in the organization’s management.
 To know the reasons why subordinate hesitate to approach their superiors.
 To investigate the cause for the lack of compatibility between the subordinates and their
superiors.
 To identify the problems and the areas of conflict between the superior and the
subordinate.

3.3 Objectives of the study

 To know whether there is proper understanding and good relationships between the
superior and the subordinate.
 To know whether the grievances of the subordinates are heard, understood and solved by
the superiors.
 To know whether the work load laid upon the subordinates is satisfactory and their
superior provides them with flexible working hours.
 To know whether the superiors communicate all the relevant information with the
subordinates.

17
3.4 Sources of Data

Primary Data
Primary sources of data are the data which needs the personal efforts to collect it and which
are not readily available. Primary sources of data are the other type of sources through which
the data was collected. For collecting primary data, questionnaires were given to the
respondents of fill it, based on which the data was interpreted.

Secondary Data
Secondary sources are the other important sources through which the data were collected.
These are the readily available sources of the data where one had need not put much effort to
collect, because it is already being collected and part in an elderly manner by some
researchers, experts and socialites. The secondary data was collected through internet and
few journals were also referred.

3.5 Sampling Design

Target Population: Govt. SPMR College of Commerce, Jammu
Sample Size: 20 respondents were selected for the study
Sampling Technique: Convenience sampling technique

3.6 Statistical tools used

Bar graphs, pie charts, tables and percentages were used to analyze the data.

3.7 Limitations of the study

 The sample size is 20 employees only. S.P.M.R College of Commerce is a large college
and many employees were busy, therefore it was not possible to cover all the employees.
 Some respondents might not have answered the question seriously as they felt hesitant to
express their true opinions.

18
 Only questionnaire was used as a source of collecting data.
 A lot of information had to be collected within a limited period of time, therefore the
study is not comprehensive.
 The employees’ attitude and opinion may change in the future. So future relevance of the
study cannot be assured.

19
 CHAPTER 4
DATA INTERPRETATION AND ANALYSIS

1. Satisfactory relationship with the superior

Satisfactory relationship with the
superior No. of Respondents Percentage
Strongly Disagree 0 0%
Disagree 02 10%
Neutral 06 30%
Agree 10 50%
Strongly Agree 02 10%

Satisfactory Relationship with the superior

0%

10% 10%
Strongly Disagree
Disagree
30% Neutral
Agree
50%
Strongly Agree

Interpretation

10% of the respondents disagree, 30% were neutral i.e. neither agree not disagree, while
50% agreed and 10% strongly agreed that the relationship with the superior is satisfactory.

20
2. Grievances are being heard and understood by the superior

Grievances are being heard and

understood by the superior No. of Respondents Percentage
Strongly Disagree 0 0%
Disagree 04 20%
Neutral 02 10%
Agree 14 70%
Strongly Agree 0 0%

Grievances are being heard and understood by

the superior
0% 0%

20%
Strongly Disagree
Disagree
10% Neutral
Agree
70% Strongly Agree

Interpretation

20% of the respondents disagree, 10% were neutral i.e. neither agree not disagree, while
70% agreed that the grievances are not being heard and understood by the superior.

21
3. Grievances are being solved by the superior

Grievances are being solved by the

superior No. of Respondents Percentage
Strongly Disagree 0 0%
Disagree 08 40%
Neutral 06 30%
Agree 04 20%
Strongly Agree 02 10%

Grievances are being solved by the superior

0%

10%

Strongly Disagree
20% 40%
Disagree
Neutral
Agree
Strongly Agree

30%

Interpretation

40% of the respondents disagree, 30% were neutral i.e. neither agree not disagree, while
20% agreed and 10% strongly agreed that the grievances are not being solved by the superior.

22
4. Satisfied with the work load laid upon me by my superior
Satisfied with the work load laid upon me No. of Respondents Percentage
by my superior
Strongly Disagree 0 0%

Disagree 12 60%

Neutral 0 0%

Agree 06 30%

Strongly Agree 02 10%

Satisfied with the work load laid upon me by my superior

0%

10%

30%

60%

0%

Strongly Disagree Disagree Neutral Agree Strongly Agree

Interpretation
60% of the respondents disagree, while 30% agreed and 10% strongly agreed that they
are satisfied with the work load laid upon them by their superior.

23
5. Allotted work in a fair manner
Allotted work in a fair manner No. of Respondents Percentage

Strongly Disagree 0 0%

Disagree 08 40%

Neutral 02 10%

Agree 10 50%

Strongly Agree 0 0%

Allotted work in a fair manner

0%

40%

50%

10%

Strongly Disagree Disagree Neutral Agree Strongly Agree

Interpretation

40% of the respondents disagree, 10% were neutral i.e. neither agree not disagree, while
50% agreed that the work is allotted to them in a fair manner.

24
6. Being appreciated by superiors
Being appreciated by my superiors No. of Respondents Percentage

Strongly Disagree 02 10%

Disagree 0 0%

Neutral 08 40%

Agree 10 50%

Strongly Agree 0 0%

Being appreciated by superiors

0%
10%

50%

40%

Strongly Disagree Disagree Neutral Agree Strongly Disagree

Interpretation

10% of the respondents disagree, 40% were neutral i.e. neither agree not disagree, while
50% agreed that their superiors appreciate them.

25
7. Superiors provide flexible working hours
Superiors provide flexible working hours No. of Respondents Percentage

Strongly Disagree 0 0%

Disagree 02 10%

Neutral 06 30%

Agree 10 50%

Strongly Agree 02 10%

Superiors provide flexible working hours

10%

50%

Strongly Disagree Disagree Neutral Agree Strongly Agree

Interpretation

10% of the respondents disagree, 30% were neutral i.e. neither agree not disagree, while
50% agreed and 10% strongly agreed that their superior provides them with flexible working
hours.

26
8. Superior does not show biasness or favoritism

Superior does not show biasness or favoritism No. of Respondents Percentage

behavior
Strongly Disagree 04 20%

Disagree 04 20%

Neutral 0 0%

Agree 10 50%

Strongly Agree 02 10%

Superiors don't show biasness and favourism

10%
20%

20%
50%

0%

Strongly Disagree Disagree Neutral Agree Strongly Disagree

Interpretation

20% of the respondents strongly disagree, 20% disagree, while 50% agreed and 10%
strongly agreed that their superior does not show biasness or favoritism behavior.

27
9. Superiors communicate college news effectively and in a timely
manner

Superiors communicate college news effectively No. of Respondents Percentage

and in a timely manner
Strongly Disagree 02 10%

Disagree 04 20%

Neutral 08 40%

Agree 04 20%

Strongly Agree 02 10%

Superiors communicate college news effectively and in a

timely manner

10%
20%

20%

40%

Strongly Disagree Disagree Neutral Agree Strongly Agree

Interpretation

10% of the respondents strongly disagree, 20% of the respondents disagree, 40% were
neutral and while 20% agreed and 10% strongly agreed that the superiors communicate college
news effectively and in a timely manner.

28
10. Leave is being approved without any hassles

Leave is being approved without any hassles No. of Respondents Percentage

Strongly Disagree 0 0%

Disagree 02 10%

Neutral 06 30%

Agree 12 60%

Strongly Agree 0 0%

leave is being approved without any hassels

0% 0%

10%

30%

60%

Strongly Disagree Disagree Neutral Agree Strongly Agree

Interpretation

10% of the respondents disagree, 30% were neutral, while 60% agreed and 0% strongly agreed
that the leaves were approved without any hassles.

29
11. Dignity of the subordinates is considered important by the
superiors

Dignity of the subordinates is considered No. of Respondents Percentage

important by the superiors
Strongly Disagree 0 0%

Disagree 0 0%

Neutral 14 70%

Agree 06 30%

Strongly Agree 0 0%

Dignity of the subordinates is considered important by the

superiors
0% 0%

30%

70%

Strongly Disagree Disagree Neutral Agree Strongly Agree

Interpretation

70% of the respondents were neutral, while 30% agreed that the dignity of the subordinates were
not considered important by the superior.

30
12. Superiors understanding the subordinates well

Superiors understanding the subordinates well No. of Respondents Percentage

Strongly Disagree 02 10%

Disagree 04 20%

Neutral 08 40%

Agree 06 30%

Strongly Agree 0 0%

Superiors understanding the subordinates well

10%

30%
20%

40%

Strongly Disagree Disagree Neutral Agree Strongly Agree

Interpretation

10% of the respondents strongly disagree, 20% disagree, 40% were neutral, while 30% agreed
that their superior understand them well.

31
 CHAPTER 5
MAJOR FINDINGS AND SUGGESTIONS

5.1 Major Findings

 50% of the respondents agreed, 30% were neutral while 10% disagree that the
relationship with the superior is satisfactory.

 70% of the respondents agreed, 10% were neutral while 20% disagree that the
grievances are not being heard and understood by the superior.

 20% of the respondents agreed, 30% were neutral while 40% disagree that the
grievances are not being solved by the superior.

 30% of the respondents agreed while 60% disagree that they are satisfied with the
work load laid upon them by their superior.

 50% of the respondents agreed, 10% were neutral while 40% disagree that the
works are allotted to them in a fair manner.

 50% of the respondents agreed, 40% were neutral while 10% disagreed that their
superior appreciate them.
 50% of the respondents agreed, 30% were neutral while 10% disagreed that their
superior provides them flexible working hours.
 50% of the respondents agreed, while 20% disagreed that their superior does not
show biasness or favoritism behavior.
 20% of the respondents agreed, 40% were neutral while 20% disagreed that the
Superiors communicate college news effectively and in a timely manner.
 60% of the respondents agreed, 30% were neutral while 10% disagreed that the
leaves were approved without any hassles.

32
  30% of the respondents agreed, 70% were neutral while 10% disagreed that the
dignity of the subordinates were not considered important by the superior.
 30% of the respondents agreed, 40% were neutral while 20% disagreed that their
superior understands them well.

5.2 Suggestions

 All the grievances and problems of the subordinates should be heard and understood by
their superiors. As it is very important because this gives a feeling of belongingness in the
subordinates
 All the grievances and problems of the subordinates should be solved by the superiors
with in a satisfactory period of time.
 Subordinates should be allotted work within their capabilities and in a fairly manner
because work allotted to any person without their personal capacity makes the person
overburdened.
 A subordinate should be satisfied with the work load laid upon him by their superiors.
 A subordinate should be time to time appreciated for his work done by their superiors.
 A subordinate should be provided with flexible working hours out of which he can work
out the most.
 A superior should never show biasness and favoritism behavior among his subordinates.
 The superior should communicate important news and information effectively and in a
timely manner.

33
5.3 Conclusion
To conclude, we can say that the superior subordinate relationship in s.p.m.r.college of
commerce seems to be satisfactory. There is good relationship between the superior and the
subordinates. Subordinates have due respect towards their superiors and superiors also listen to
the grievances or suggestion given by their subordinate. It seems that the college has friendly
superior subordinate relationship that helps in the smooth functioning of the college campus.
All the work and regular task is done with good dignity that shows the integration of the
organization. Harmonious relationships between the superior and subordinate results in building
a sense of team work. But this is only the single side of the coin. Every organization has pros and
corns too. All the information regarding the college activities are not communicated properly to
the subordinates by the superiors. Due to lack of this communication there is lack of trust
between the superiors and the subordinates. The subordinates face the problem of sanctioning
leaves as and when required. So, we can conclude by saying that though there are certain
negative aspects about the superior subordinate relationship with the college but the relationship
is satisfactory.

34
 Bibliography
Journals
Babalola, O.O., Gbadegesin, A., & Patience, E. (2014). Superior subordinate theory.
American Journal of Business and Management, 3(1), 28-38.
Lee.Jablin. (1995).Importance of communication between superior and subordinate.
Business Journal of Asian Management, 4(2), 39-47

Websites
 https://steinhardt.nyu.edu/appsych/opus/issues/2011/fall/effects
 https://ebrary.net/7782/management/importance_delegation
 https://accounts.google.com/ServiceLogin/identifier?service=mail&passive=true&rm=fal
se&continue=https%3A%2F%2Fmail.google.com%2Fmail%2F&ss=1&scc=1&ltmpl=de
fault&ltmplcache=2&emr=1&osid=1&flowName=GlifWebSignIn&flowEntry=AddSessi
on
 https://scholar.google.co.in/scholar?q=superior+suboRDINATE+research+paper&hl=en
&as_sdt=0&as_vis=1&oi=scholart&sa=X&ved=0ahUKEwixkYj-
85_aAhULG5QKHRitCCoQgQMIJjAA
 https://scholar.google.co.in/scholar?q=research+paper+on+superior+subordinate+relation
ships+in+colleges&hl=en&as_sdt=0&as_vis=1&oi=scholart&sa=X&ved=0ahUKEwj73v
ztw5vaAhUEoJQKHRnNAk4QgQMIJjAA
 https://www.google.co.in/search?rlz=1C1NHXL_enIN716IN716&ei=e-
DBWricBsPS0ASVrqXQBA&q=IMPORTANCE+OF+organisational+structure&oq=IM
PORTANCE+OF+organisational+structure&gs_l=psy-
 https://dictionary.cambridge.org/dictionary/english/superior
 https://www.google.co.in/search?q=spmr+college+of+commerce&rlz=1C1NHXL_enIN7
16IN716&source=lnms&tbm=isch&sa=X&ved=0ahUKEwihuNOrgpvaAhUFVZQKHTy
uAc4Q_AUIDCgD&biw=1346&bih=635#imgrc=LkYpzxtK1lLLkM:
 https://www.google.co.in/search?q=superior+subordinate+relationship&rlz=1C1NHXL_
enIN716IN716&source=lnms&tbm=isch&sa=X&ved=0ahUKEwjegYje-
praAhXFkJQKHalzDIsQ_AUICigB&biw=1346&bih=635#imgrc=qnUsrkS3aQKqbM:

35
 http://smallbusiness.chron.com/purpose-organizational-structure-3812.html
 https://www.collinsdictionary.com/dictionary/english/superior
 https://www.google.co.in/search?q=images+of+spmr+college+of+commerce&rlz=1C1N
HXL_enIN716IN716&oq

36
 QUESTIONNAIRE

1) DESIGINATION:
2) AGE:
(a) Below 30 (b) 30 – 50 (C) Above 50

3) GENDER:
(a) Male
(b) Female

4) Work experience:

When thinking about the superior subordinate relationship, please show how much you agree or disagree with the
following statements, keeping in view your college
S.No. Statements Strongly Agree Neutral Disagree Strongly
agree Disagree
1. I am satisfied with the relationship
with my superiors
2. My grievances are being heard and
understood by my superior
3. My grievances are being solved by
my superior timely
4. I am satisfied with the work load
laid upon me by my superior

5. I am allotted work in a fairly

manner
6. I am being appreciated by my
superior

37
7. My superior provide me flexible
working hours
8. My superior does not show
biasness or favoritism behavior

9. My superior communicate college

news effectively and in a timely
manner
10. My leave is being approved
without any hassles
11. The dignity of the subordinates is
considered important by my
superiors
12 My superior understand you well

38